Product Management
For (Product) it is essential to understand why customers are buying or not buying at what potential product shortcomings are. The problem is that most feedback is meaningless because it does not come from the target customer. The only why to ensure that within the sales process is disqualification.
Read MoreThe size of a market is a crucial input for management decision making. However, most approaches result in large but meaningless numbers. Here I provide a unit economics based approach to market sizing that provides much better insights. Recommended for (product) managers.
Read MoreDefining OKRs or Metrics for Product Managers is tricky. Based on the assumption that a product exists and the market is not yet saturated, this piece argues that product management OKRs should follow the funnel. In addition win/loss analysis as an OKR serves as a key business intelligence tool
Read MoreThe relationship between a product and a company is not obvious. Financial statements are rarely broken down into products and the ultimate drivers of the value of a product are not obvious for the overall company. I try to tie it together here.
Read MoreIn this piece I use Michael Clayton's disruption theory to predict the future of the technology battle of Bluetooth Low Energy vs. active and passive RFID. The frame of analysis is the Jobs to done framework on a technology level.
Read MoreSpecifically written for product managers, this article is designed to give a useful framework for thinking about machine learning and artificial intelligence.
Read MorePricing is extremely important but has many 2nd and 3rd order effects that were not obvious to me. Summarising what I learned about pricing and unit economics from a product management perspective in this post.
Read MoreOn the occasion of giving another lecture on product / product strategy earlier this week, I am also summing up super tactical tipps to find a product management job. This is pro-active stuff which is fun and will teach much more than just reading.
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